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Introduction to Management (Chapter 2) 6 Also sometimes called the situational approach. There is no one universally applicable set of management principles (rules) by which to manage organizations. Organizations are individually different, face different situations (contingency variables), and require different ways of managing.

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Introduction to Management (Chapter 2) 7 Management is harder than it looks Managers need to look for key contingencies that differentiate today’s situation from yesterday’s situation Managers need to spend more time analyzing problems before taking action Pay attention to qualifying phrases, such as “usually”

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Introduction to Management (Chapter 2) 11 Globalization Management in international organizations Political and cultural challenges of operating in a global market Working with people from different cultures Movement of jobs to countries with low- cost labor

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Introduction to Management (Chapter 2) 12 Ethics Increased emphasis on ethics education in college curriculums Increased creation and use of codes of ethics by businesses

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Introduction to Management (Chapter 2) 13 Workforce Diversity Increasing heterogeneity in the workforce More gender, minority, ethnic, and other forms of diversity in employees Aging workforce Older employees who work longer and do not retire

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Introduction to Management (Chapter 2) 14 Entrepreneurship Defined The process of starting new businesses, generally in response to opportunities. Entrepreneurship process Pursuit of opportunities Innovation in products, services, or business methods Desire for continual growth of the organization

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Introduction to Management (Chapter 2) 15 Learning Organization An organization that has developed the capacity to continuously learn, adapt, and change.

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Introduction to Management (Chapter 2) 16 Knowledge Management The cultivation of a learning culture where organizational members systematically gather and share knowledge with others in order to achieve better performance.

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Introduction to Management (Chapter 2) 17 Quality Management A philosophy of management driven by continual improvement in the quality of work processes and responding to customer needs and expectations Quality is not directly related to cost Poor quality results in lower productivity

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Introduction to Management (Chapter 3) 21 Managers are directly responsible for an organization’s success or failure. The quality of the organization is determined by the quality of its managers.

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Introduction to Management (Chapter 3) 22 Managers are held accountable for an organization’s performance, yet it is difficult to attribute good or poor performance directly to their influence on the organization.

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Introduction to Management (Chapter 3) 24 Much of an organization’s success or failure is due to external forces outside of managers’ control. The ability of managers to affect outcomes is influenced and constrained by external factors. The economy, customers, governmental policies, competitors, industry conditions, technology, and the actions of previous managers

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Introduction to Management (Chapter 3) 26 A system of shared meanings and common beliefs held by organizational members that determines, in a large degree, how they act towards each other. “The way we do things around here.” Values, symbols, rituals, myths, and practices

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Introduction to Management (Chapter 3) 27 Sources of Organizational Culture The organization’s founder Vision and mission Past practices of the organization The way things have been done The behavior of top management

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Introduction to Management (Chapter 3) 28 Continuation of the Organizational Culture Recruitment of like-minded employees who “fit” Socialization of new employees to help them adapt to the culture

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Introduction to Management (Chapter 3) 32 Are cultures in which key values are deeply and widely held. Have a strong influence on organizational members.

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Introduction to Management (Chapter 3) 33 Factors Influencing the Strength of Culture Size of the organization Age of the organization Rate of employee turnover Strength of the original culture Clarity of cultural values and beliefs

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Introduction to Management (Chapter 3) 35 Stories Narratives of significant events or actions of people that convey the spirit of the organization Rituals Repetitive sequences of activities that express and reinforce the values of the organization